A Path Model of Perceived Organizational Support

According to the social exchange model of perceived organizational support (Eisenberger, R., et al, 1986), employees exchange their loyalty & effort for material & social rewards from the organization. Employees' perceptions of support from the organization serve as the link between actions taken by the organization & actions taken by the employee. Surveys measuring employees' perceptions of the organization's actions (ie, role ambiguity, role conflict, decision centralization, supervisor consideration, & participation in decision making) were administered to a sample of 205 faculty & staff of a large western state university. Path analysis provided results that were consistent with the social exchange model. Employees' perceptions of the organization's actions had direct effects on their perceptions of support from their supervisors, management, & the organization, but not on their commitment to the organization; only employees' perceptions of support from the organization had direct effects on their commitment to the organization. 1 Figure, 39 References. Adapted from the source document.